TeamView/360

2621 6th Street Suite 2

Santa Monica, CA 90405

310-452-5130 knowack@consultingtools.com

www.viewsuite360.com

ViewSuite 360 Products

Team View is part of a suite of validated 360 degree feedback instruments including:

Emotional IntelligenceView 360 ExecutiveView 360 ManagerView 360 LeaderView 360 PerformanceView 360 TeamView 360 TeamWorks 360

Using TeamView/360

Becoming a High Performance Team

Personal effectiveness does not equate to team effectiveness

Session Objectives

Determine the personal and team value for self and team evaluation

Understand the TeamView/360° Performance Factors

Analyze the TeamView/360° results

Define our strengths and improve areas

Develop personal and team effectiveness plans for higher performance

High Performing Teams Are Built

High Performing Teams don’t just

happen

Performance Indicators or Behaviors

Do you think you can improve these behaviors?

What is the value to you personally and professionally to master these behaviors?

Do you believe that there are adverse consequences to not improving some of these behaviors? If so, what are they?

Are you open to feedback and are you willing to actively pursue your own personal and team development?

Factoid

Do you believe this?

Why?

Why not?

78% of all management firings are the direct result of a lack of interpersonal skills rather than a lack of knowledge

of their job.

Defining Our High Performance

Do we want to be known as a high performing team?

Why?

What do we need to do to make that happen?

TEAM MEMBERS

TEAMMEMBERS

TEAMMEMBE

RS

Individual Contribution

Average Team Performance

Team Member Measurement

SELF

Problem SolvingPlanning

ControllingManaging Self

Managing RelationshipsLeading

Communicating OTHER TEAM MEMBERS

TeamView/360™

TeamView/360° Performance Factors

Planning Problem Solving

Controlling

Self Management

Managing Relationships

Leading

Communicating

Problem Solving

Recognizing trends

Generating new ideas

Evaluating and acting on new ideas

Planning

Planning for the future

Adapting to change

Controlling

Organizing and orchestrating events

Monitoring and controlling performance

Meeting schedules and deadlines

Producing high quality work

Maintaining high productivity

Meeting commitments

Managing Self

Handling pressure

Coping with one’s own frustration

Developing one’s own capabilities

Responding to feedback from others

Managing Relationships

Initiating relationships with others

Cooperating with others

Sizing up people

Maintaining relationships

Resolving conflicts

Responding to others’ needs

Leading

Delegating responsibility

Facilitating meeting

Motivating and inspiring others

Developing other people

Giving recognition to others

Communicating

Articulating ideas and information

Listening to others

Keeping other people informed

Communicating expectations

Understanding TeamView/360° Results

Superior Across the Board – All of the person’s self ratings fall above the 0.0 on the graph. The person sees himself / herself as more effective in all respects than other people view themselves.

Inferior Across the Board – This pattern is the reverse of the previous one. All of the person’s scores fall below the 0.0 line on the chart. In all respects of performance, the person sees himself / herself as less effective than others see themselves.

Strong in some areas, weak in others – This profile is the most common. This person rates his or her performance more highly in several categories than other people rates themselves, but lower in other categories than other people rate themselves, on the average.

Performance Factors

Top & Bottom 5 Behaviors

Team Report

Team Top & Bottom 5 Behaviors

Reflect Go For Action Break Down Into Detail Ask For Clarification Ask For Help Be Specific

How to Act On Feedback

Building a Team Effectiveness Plan

What do you plan to do differently in the job to improve and become a high performance team?

Short term plans (daily/weekly) Long term plans (this year and

beyond) What barriers might prevent you from

following through with your plans?

Building a Team Effectiveness Plan

What resources/support do you need to change the perceptions of your team?

How can your team emphasize these behaviors?

What kinds of situations give your team the opportunity to demonstrate these strengths?

FORMAL INFORMAL

Courses

Education

Distance Learning

Coaching

360-Feedback

Mentoring

Job Enrichment

Job Rotation

Job Transfer

Individual & Team Assignments

Teaching OthersNetworking

Style Assessments

TRAINING

EXPERIENCE

Options For Development

EXAMPLE:

“Give employees the freedom to do their job”

SPECIFIC ACTIONS:

Analyze strengths & weaknesses for each person

Ask people how they intend to do the tasks, rather than tell them how to do it

For persons a, c & e check on performance at longer intervals

Encourage people to implement their own ideas, not just yours

Example of an Action Plan

TEAM OUPUTS

TEAMLEADER

CUSTOMERS

(INTERNAL/

EXTERNAL)TEAM MEMBERS

TEAM PROCESS

Team Performance Measurement

TEAM LEADER

TEAM MEMBERS

Team Processes

Purpose & CommitmentWorking As A Group

Contribution To The TeamInteraction

Focus

TEAM LEADER

CommunicationKnowledge

Problem SolvingCustomer Service

Concern For Quality TEAM

MEMBERSAND

CUSTOMERS

Customer Orientation

Selected References

Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.), Intervention: 50 Performance Technology Tools, San Francisco, Jossey-Bass, Inc., pp.34-46.

Nowack, K., Hartley, G, & Bradley, W. (1999). Evaluating results of your 360-degree feedback intervention. Training and Development, 53, 48-53.

Nowack, K. (1999). Manager View/360. In Fleenor, J. & Leslie, J. (Eds.). Feedback to managers: A review and comparison of sixteen multi-rater feedback instruments (3rd edition). Center for Creative Leadership, Greensboro, NC.,

Wimer & Nowack (1998). 13 Common mistakes in implementing multi-rater systems. Training and Development, 52, 69-79.

Nowack, K. & Wimer, S. (1997). Coaching for human performance. Training and Development, 51, 28-32.

Nowack, K. (1997). Congruence between self and other ratings and assessment center performance. Journal of Social Behavior & Personality, 12, 145-166

Nowack, K. (1994). The secrets of succession. Training & Development, 48, 49-54 Nowack, K. (1993). 360-degree feedback: The whole story. Training &

Development, 47, 69-72 Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of

management development. Human Resources Development Quarterly, 3, 141-155.